Health care is one of the hottest political issues today. Across the country, journalists, lawmakers, hospital administrators, and voters are asking how we can improve America’s health care system without sacrificing quality of care. Some call for a nationalized healthcare system. Others say the American system doesn’t work because doctors are paid according to the number of procedures they perform, rather than how well they care for each patient. And yet, healthcare systems across the country have discovered an approach that makes hospitals more efficient and effective: tracking and driving employee engagement. Our research has shown that hospitals with higher levels of employee engagement also enjoy higher levels of patient satisfaction, quality outcomes, and staff retention. This article will explain how two healthcare organizations improved operations by researching and increasing employee engagement.

Sanford Health, a health care provider with more than 10,000 employees in four states, knew that to be a leader in health care, it needed to increase productivity and cooperation among employees, while increasing the quality of care and the quantity of care. of positive results. They decided to take an employee engagement management (EEM) approach to help them meet and exceed their goals.

The first step Sanford Health took was to conduct an organization-wide study to learn the existing drivers of employee engagement. The results of this employee survey revealed focus areas for increasing engagement. Once the survey results were compiled and analyzed, more than 400 managers gained access to an online EEM tool. The tool allowed managers to analyze the survey results and develop detailed action plans for their teams. Senior management could review and track managers’ action plans, determine areas for improvement, track progress, and share action plans across the organization. With actionable results and easy-to-use management tools, Sanford continues to drive employee engagement and improve patient outcomes.

Since 2002, Lifespan has been improving operations using an EEM solution. Headquartered in Providence, RI, Lifespan employs 11,800 employees and 2,700 physicians. To track engagement over time, Lifespan surveys all employees every two years. In the intervening years between these system-wide surveys, pulse surveys are given to a statistically representative portion of Lifespan employees. Electronic focus groups are also held to gain in-depth insight into the key drivers of engagement. Finally, HR records from each Lifespan hospital on turnover, overtime, and work performed were analyzed to assess whether EEM delivers positive business results.

All of this data showed a system-wide driver for employee engagement: caring for employees. Each hospital also determined specific engagement drivers at their facilities. These results were used to create department and site-specific action plans to increase participation.

The results of Lifespan’s EEM work were impressive. A pulse survey conducted a year later showed a significant improvement in participation scores. Additionally, more Lifespan employees felt that management was committed to acting on the survey results. In addition, Lifespan was able to correlate employee engagement and patient satisfaction: ratings of care and the likelihood of recommending the hospital improved. Lifespan’s excellence in its employee engagement practices was recognized at a national healthcare conference in 2006, where Lifespan received a best practice award.

So why does managing employee engagement improve patient outcomes in hospitals? Why does it improve hospital operations?

First, EEM works because healthcare is a people-based industry. Nurses, doctors, and other health professionals who work together often find themselves bound by life-and-death situations. If these workers feel supported and respected by their managers, they are more likely to be enthusiastic about their work. Passionate and dedicated employees are more productive, period. Second, EEM improves retention. When healthcare employees are excited about their workplace, they are more likely to stick around for the long haul. This allows them to better understand your workplace procedures and requirements. Essentially, when healthcare employees are engaged, they are personally involved in their work. They find satisfaction in their work and are more likely to stay in that environment.

Many people feel that they are performing below their potential at work. If their job represents little more than a paycheck, why should they act any different? Every day, employees decide (consciously or unconsciously) whether they will go beyond the basic expectations of their job. When they are committed to their work, they are motivated to strive to be their best. As Peter Lanser wrote in an article on healthcare worker engagement for HR Pulse, “Engagement is when your employees give it their all, not because you’re paying or rewarding them for doing so, but because it’s who they are. Your own identity becomes trapped in the performance of their work, and their personal identity and job role identity become one and the same.” Like workers in other industries, healthcare workers are more likely to produce a great job when they are engaged in their work Engaged healthcare workers deliver better and more efficient patient care, making employee engagement management an excellent approach to improving patient outcomes, as we have seen.

~Monica Nolan, 2009